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STAFFING

MODULE 4

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StaffingTopics to be covered

Meaning

Manpower Planning Job Analysis

Recruitment

Training & Development

Performance Appraisals Transfers & Promotions

Rewards & Recognition

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What is Staffing?

It is that phase of Management which deals

with the effectivecontrol & useofManpoweras distinguished from other

sources of power.

Also referred to as

y Personnel Management

y Human Resource Management

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Personnel management is the process of attracting,

holding, and motivating people involving all managers-

line & staff.

- Dunn &

Stephens

Personnel Management is the planning, organizing

directing and controlling of the procurement,

development, compensation, integration, maintenance,

and separation of human resources to the end that

individual, organizational and societal objectives are

accomplished- EdwardFlippo

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What is HR Planning?

Human Resource Planning or Manpower Planning isthe process by which a management determines howan organization should move from its current

manpower position to its desired manpower position. HRP is the process which ensures that an organization

has:

y the right kindof people

y in the right number

y at the rightplaces

y in the right point oftime

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First Step

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The HRP Process

Organizationalobjectives and plans

(short/medium/long term)

HR Demand

Forecast

Number

Category

Skills &

Experience

HR Supply

Forecast

HR Inventory

HR Plans &Programs

HRP

Implementation

Monitoring

Control

Evaluation

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Need for HR Planning

To identify areas of surplus or shortages

To replace the retirees To tackle turnover

To meet the needs of expansion

programs

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Transfers In

Recruits In

Transfers out

RetirementVoluntary Retirement

Discharge / Dismissal

Termination

Resignations

Redundancy /Retrenchment

Promotions

Out

Promotions in

Forces of Manpower Flow

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Importance of HRP

Future personnel needs

Foundation for

other HR functions

Saving cost and time

Effective investments in HR

Part of strategic planning

Global strategies

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Demand Forecasting Techniques

Managerial judgment

Ratio-trendanalysis

Regression analysis

Workstudytechniques

Delphitechnique

Flowmodels

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Supply Forecasting

Existing human resourcesy Skills inventories

y Management inventories

Internal sources of supplyy Inflowandoutflow

y Turnover rate

y Conditions ofwork andabsenteeism

y Productivity levely Movement among jobs

External supply

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Supply of

External Candidates

Factors impacting the supply of external

candidates

y

General economic conditionsy Expected unemployment rate

Sources of information

y Forecasts by business leading newspapers &

business journal publications

y Data on GDP, trade, employment, wages, and

others also published by government agencies

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Downsizing

Who, Where, When

Policy fordeclaring redundancies

Negotiation/Consultationwith unions

Communication of the plan

Making redundancy payments

Steps to help employees findnew jobs

Plans for re-development or retraining

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Job Analysis & Design

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JobDescription

-A listof jobsduties,

responsibilities,reporting

relationships,working

conditions,supervisory

responsibilities,

etc

JobSpecifications

A listof jobshuman

requirements,i.e.

therequisiteeducation,

skills,

personality, etc

JobAnalysis

Theprocess of collectingjob related

information

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JOB ANALYSIS

JOB DESCRIPTION

Job title

Location

Job summary

Duties

Machines/Processes/Software

Supervision given or received

Working Conditions

Hazards

Performance Standards

JOB SPECIFICATIONSEducation

Experience

Training

Judgment

Initiative

Physical effort/skills

Responsibilities

Communication skills

Emotional characteristics

Unusual sensory demands like sight, smell,hearing

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Uses ofJob Analysis

HRPlanning

Recruitment& Selection

Training & Development

PerformanceAppraisal

Job Evaluation &

Compensation

Health & SafetyMeasures

EmployeeDiscipline WorkScheduling

CareerPlanning

Personnel Information

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Methods of CollectingJob Data

Qualitative JA

Techniques

y Observation

y Interviewy Questionnaire

y Checklists

y Technical

Conferences

y Diary/Logs

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Job Design

Job Design : involves conscious efforts toorganize tasks, duties and responsibilities intoa unit ofwork to achieve certain objectives.

Job Design follows Job Analysis.

Job design involves three steps:y The specification of individual tasks

y The specification of the methods of performing each task

y The combination of tasks into specific jobs to be assignedto individuals

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Job Rotation

Systematically movingworkers from one jobto another, to:

y Addvariety and reduceboredom

y Enhance work teamperformance

y Broaden his/her

experience

y Identify strong andweakpoints to prepare theperson for an enhancedrole in organization

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Job Enlargement

Assigning workersadditional same levelactivities , thusincreasing the numberof activities/tasks they

perform in the same job

Job Enlargement canmotivate because of: Task variety

MeaningfulWorkModules

Ability Utilization

Worker-pacedControl

Performance Feedback

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Job Enrichment

Redesigning jobs in

way that increases

the opportunities for

the worker toexperience feelings

ofresponsibility,

achievement, growth

and recognition

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Characteristics of Enriched Job:Client Relationship

NewLearning

Scheduling Own WorkUnique Experience

Control Over Resources

Direct Communication Authority

Personal Accountability

More decision-making, planning andcontrollingpower

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Dejobbing

Broadening the responsibilities of thecompanys jobs, and encouragingemployees not to limit themselves to whats

on their job description

y Flatter organizations

y WorkTeams

y The Boun

daryless Organization

y Reengineering

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Recruitment and

Selection